EFFECT OF EMPLOYEE ENGAGEMENT ON JOB SATISFACTION (A STUDY OF ACADEMIC STAFF AT FEDERAL UNIVERSITY DUTSINMA)

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ABSTRACT


This study was carried out to investigate the effect of employee engagement on job satisfaction in the area of study with a view to finding possible way to improve and encourage employee’s participation in decision making. A structured questionnaire was administered to Academic Staff of Federal University Dutsinma.The objectives of the study are to determine the effect of employee engagement on job satisfaction, to assess the relationship between employee work-life balance and job satisfaction, to determine effect of employee reward on job satisfaction, to examine the impact of employee team work on job satisfaction, to study the effect of employee autonomy on job satisfaction. The data utilized for this study was gathered through primary source. Regression analysis was used to determine the effect of employee engagement on job satisfaction. The population of (316) from which a sample size of (270) was drawn.Descriptive and inferential statisticswere used to explain the demographic aspect of the respondents and determining the effects of the independent variable on dependent variables. Regression analysis was used to examine the effect of employee on job satisfaction.The results of the analysis on the data collected show that the effect of employee engagement on job satisfaction in an organization boost productivity. The result also revealed that the management that fails to influence employee engagement thereby giving rise to low productivity. The study therefore recommends that employee engagement should be taken as a matter of priority by relinquishingtasks to them. We also recommended that employee should be carried along and be involved in decision making process in Federal University Dutsinma. This in a long way will motivate the staff to be more productive on their duties.


TABLE OF CONTENT

Title Page
Table of Contents
List of Figures
List of Tables
Abstract

Chapter One:
Introduction
1.1       Background to the Study
1.2       Statement of the problem
1.3       Objectives of the study
1.4       Research Questions
1.5       Research Hypothesis
1.6       Scope of the Study
1.7       Significance of the Study
1.8       Definition of Technical Terms

CHAPTER TWO: LITERATURE REVIEW
2.1 Introductions
2.2 Conceptual Literature
2.3 Theoretical Framework
2.4 Empirical Framework
2.5 Summary of the Chapter

CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction
3.2 Research Methods / Design
3.3 population and Sample Size of the Study
3.4 Methods of Data Collection
3.5 Measurement of Variables
3.6 Validity and Reliability of the Scale
3.7 Method of Data Analysis

CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1 Introduction
4.2 Frequency Distribution of the Respondents’ Demographic Characteristics
4.3 Data Analysis based on Hypotheses
4.3.1 Test of Normality
4.3.2 Test of Multicollinearity
4.3.3 Test of Homoscedasticity and Linearity
4.3.1 Test of Hypotheses
4.4 Discussion of Research Findings

CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION
5.1 Summary
5.2 Conclusion
5.3 Limitation of the Study
 5.4 Recommendation
REFERENCES
APPENDICES


CHAPTER ONE
INTRODUCTION
1.1Background of the study
People are the core of every organization and as such; their management is an important aspect of organizational processes. This emanated from the recognition that the human resources of an organization and the organization itself are synonymous. People are not to be treated as tools as appealed by the scientific school of thought, rather, as the primary source of productivity gains. Organizations that consider employees rather than capital and machineries as the core foundation of the business and contributors tofirm’s development are likely to survive(Kabir, 2011). To emphasize the important of employees, organizations have to strive towards achieving a setting goal of ‘employees’ engagement’. Employees’ engagements give a broader view of what to be attained in an organization before it will be successful. It encompasses job satisfaction as one of the elements for employees’ engagements (Markwick, 2009).
 Employee engagement is a workplace approach resulting in the right conditions for all members of an organization to give out their best each day, committed to their organization's goals and values, motivated to contribute to organizational success, with an enhanced sense of their own well-being(Robertson-Smith, 2009). Emotional connection an employee feels towards his or her employment organization, which tends to influence his or her behaviours and level of effort in work related activities. The more engagement an employee has with his or her company, the more effort they put forth. Employee engagement also involves the nature of the job itself - if the employee feels mentally stimulated; the trust and communication between employees and management; ability of an employee to see how their own work contributes to the overall company’s  performance; the opportunity of growth within the organization; and the level of pride an employee has about working or being associated with the company(Parvin, 2011).
Job satisfaction or employee satisfaction has been defined in many different ways. Some believed it is simply how content an individual is with his or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision. Job satisfaction is the level of contentment a person feels regarding his or her job. This feeling is mainly based on an individual's perception of satisfaction. Job satisfaction can be influenced by a person's ability to complete required tasks, the level of communication in an organization, and the way management treats employees(Parvin,2011).

Job satisfaction falls into two levels: affective job satisfaction and cognitive job satisfaction. Affective job satisfaction is a person's emotional feeling about the job as a whole. Cognitive job satisfaction is how satisfied employees feel concerning some aspects of their job, such as pay, hours, or benefits. Job satisfaction can be deduced to be the utility a particular employee derives from the nature of work he or she is doing at a given period of time for a stipend called salary or wages(Kabir, 2011).


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